HRM in Higher Education Model Competency and Job Matching in Placement

Higher Education Intitution (HEIs) in making changes so that their competitive roles and leadership competencies are factors that need to be taken into account. This paper aims to identify the Job Competency Requirement (JCR) of top leader HEI or rector and analyse the matching of person competency with the JCR in order to placement the appropriate leader in order to achieve effective performance. Methodology using competency with called the Behavior Event Interview (BEI), is a semi structured interview in which the respondent is asked to recall recent, specific events in which he or she felt effective and quantitative methods with surveys using questionnaires. The sample uses HEIs which has excellent institutional accreditation, namely leaders, deans and Heads of Departments (HoD's). The research finding is that the competency requirements for leaders at HEI's are 15 competencies. Practical implications that competency can be used for selection, placement, succession plan, leadership development of HEIs and policy makers concern with leadership development .

Job Competency and Intention to Stay among Nursing Assistants: The Mediating Effects of Intrinsic and Extrinsic Job Satisfaction

This study investigated the influences of nursing assistants’ job competency on their intrinsic and extrinsic satisfaction and intention to stay in the profession of long-term care institutions. Understanding the relationship between job competency and job satisfaction, both intrinsic and extrinsic, would enable institutions to strengthen service workers’ intention to stay and to retain essential personnel. This study was a cross-sectional study in which nursing assistants from 26 nursing homes and 15 elderly welfare institutions in Taiwan. The relationship between job competency and intention to stay was discovered to be significantly mediated by intrinsic and extrinsic job satisfaction. Given the staff shortages and difficulty retaining staff in long-term care environments, organizations must be able to strengthen employees’ intention to stay; one suggestion is to improve the employees’ competency, because higher competency results in higher quality of care and greater extrinsic job satisfaction. Furthermore, greater job competency is more likely to result in affirmation and accomplishment, both of which increase intrinsic job satisfaction and thus positively influence intention to stay.